Civic Centre, Riverside, Stafford Contact Jim Dean Direct Dial 01785 619209 Email [email protected]

Civic Centre, Riverside, Stafford Contact Jim Dean Direct Dial 01785 619209 Email Jdean@Staffordbc.Gov.Uk

Dear Members

Cabinet

A meeting of the Cabinet will be held in the Craddock Room, Civic Centre, Riverside, Stafford on Thursday 6 February 2020 at 6.30pm to deal with the business as set out on the agenda.

Please note that this meeting will be recorded

Members are reminded that contact officers are shown at the top of each report and members are welcome to raise questions etc in advance of the meeting with the appropriate officer.

Head of Law and Administration

1 CABINET - 6 FEBRUARY 2020

Chair - Councillor P M M Farrington

A G E N D A

1 Minutes of 16 January 2020 as published in Digest No 263 on 17 January 2020

2 Apologies

3 Councillors’ Question Time (if any)

4 Proposals of the Cabinet Members (as follows):-

Page Nos

(a) ECONOMIC DEVELOPMENT AND PLANNING PORTFOLIO

(i) Stafford Borough Economic Growth Strategy 4 - 20 2020-2025

(ii) Parking Orders 21 - 91

(b) COMMUNITY AND HEALTH PORTFOLIO

(i) Funding for Voluntary Sector Organisations 92 - 96

(i) Performance Reporting 2019-20 97 - 120

(d) ENVIRONMENT PORTFOLIO

(i) Application for Voluntary Flexible Retirement - 121 - 123 PART CONFIDENTIAL

This Report is part confidential due to the inclusion of information relating to an individual, information which is likely to reveal the identity of an individual and information relating to the financial or business affairs of any particular person (including the authority holding the information). No representations have been received in respect of this matter.

Membership

Chair - Councillor P M M Farrington

P M M Farrington - Leader R M Smith - Deputy Leader and Resources Portfolio J M Pert - Community and Health Portfolio J K Price - Environment Portfolio F Beatty - Economic Development and Planning Portfolio C V Trowbridge - Leisure Portfolio

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ITEM NO 4(a)(i) ITEM NO 4(a)(i)

Contact Officer: Michelle Smith Telephone No: 01785 619 335 Ward Interest: Nil Report Track: Cabinet 06/02/20 Econ Dev and Plng Scrutiny 11/02/2020 Key Decision: Yes

SUBMISSION BY COUNCILLOR F BEATTY ECONOMIC DEVELOPMENT AND PLANNING PORTFOLIO

CABINET 6 FEBRUARY 2020 Stafford Borough Economic Growth Strategy 2020-2025

1 Purpose of Report

1.1 To update Cabinet on the changes to the draft Stafford Borough Economic Growth Strategy 2020-2025 following public consultation and to seek approval to adopt the Strategy.

2 Proposal of Cabinet Member

2.1 That the Stafford Borough Economic Growth Strategy 2020-2025 as set out in the APPENDIX be adopted.

3 Key Issues and Reasons for Recommendation

3.1 The Stafford Borough Economic Growth Strategy (EGS) has been produced by the Stafford Growth, Regeneration and Infrastructure Partnership (SGRIP) and sets out the Partnership’s ambitions for the economic prosperity of the borough.

3.2 Taking a partnership approach enables the range of skills and expertise from a number of organisations to come together to deliver a range of projects and initiatives that will collectively strengthen our local economy. It also ensures that the priorities of each organisation are recognised.

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4 Relationship to Corporate Priorities

4.1 The EGS is relevant to all three Corporate Business Objectives as it seeks to promote and encourage economic growth, support the development of our communities and to generate Business Rates and Council Tax revenue that supports our position as a financially stable organisation.

5 Report Detail

5.1 In March 2019 Cabinet gave approval for public consultation on the draft EGS to commence. In the following months the document was shared with local businesses, education providers, elected members and residents.

5.2 The EGS Vision is to develop a high value, high skill, innovative and sustainable economy and sets out 5 Growth Priorities that cover the themes of business support and development, influencing infrastructure led development, rural growth opportunities, learning and skills and the visitor economy.

5.3 During the consultation exercise several key messages emerged around recognising the strengths and weaknesses of our local economy, taking pride in our County town status and being clear on what the Partnership can realistically deliver.

5.4 The document in the APPENDIX has been agreed by the member organisations of the SGRIP, all of whom will be signing up to the Strategy and leading the implementation of the detailed action plans that will follow.

5.5 Monitoring and Evaluation of the impacts and effectiveness of the EGS will be managed via the SGRIP with regular reporting to Economic Development and Planning Scrutiny Committee.

6 Implications

6.1 Financial Individual projects and initiatives within the Strategy are subject to detailed financial evaluation in their own right. Legal N/A Human Resources N/A Human Rights Act N/A Data Protection N/A Risk Management Individual projects and initiatives within the Strategy are subject to individual risk assessments.

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6.2 Community Impact The Borough Council considers the effect of its Assessment actions on all sections of our community and has Recommendations addressed all of the following Equality Strands in the production of this report, as appropriate:-

Age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, sexual orientation.

Previous Consideration – Nil

Background Papers – File available in Development

APPENDIX

LOGOS FOR PARTNERS

Stafford Borough Economic Growth Strategy 2020-2025

Foreword

As we enter a new decade, Stafford Borough’s economy and population are growing. It is an exciting time for the borough with big opportunities ahead. Together we want to take the initiative to shape and support that growth for the good of everyone who lives, works and studies here, and to attract new investment. Our partnership, and this strategy, will put the right foundations in place for sustained and sustainable growth across the entire borough.

We will focus on skills, infrastructure and our identity to ensure Stafford Borough is an attractive place to live, where people enjoy a great quality of life. This requires the construction of quality, well-designed homes, commercially astute, innovative investment to help create excellent employment opportunities, and a skilled workforce able to benefit from and contribute to a growing economy.

These aspirations are already central to four key documents:

• Stafford Borough Council’s Corporate Business Plan, • Staffordshire County Council’s Strategic Plan • Staffordshire and Stoke-on-Trent Local Enterprise Partnership’s Strategic Economic Plan • Stoke on Trent and Staffordshire Emerging Local Industrial Strategy

Our aspirations and energy will enhance Stafford, a county town with the ambition and capability to deliver a big city economy, as well as Stone, Eccleshall, and our thriving villages. The Partnership wants to drive Stafford Borough forward and reshape our position and reputation in the regional, national and global economy. Homes England also supports the direction of travel that the Partnership is taking.

Signed by members of the Stafford Growth, Regeneration and Infrastructure Partnership (SGRIP):

Signed by:

Patrick Farrington, Frances Beatty, Philip Atkins , XXXX (Chair of the Stoke on Trent and Staffordshire LEP, Sara Williams (Chief Executive of Staffordshire Chambers of Commerce), Mary Walker (Chair of Stafford Town Centre Partnership), xxxx (Newcastle and Stafford College Group), xxxx (Housing Plus Group) , XXXX Staffordshire Commissioner, XXXX Staffordshire Police, XXXX Staffordshire Fire and Rescue Service

Introduction Live, Work, Enjoy

We want people to enjoy Stafford Continuing to improve the quality of life of Borough – to live, to work, to invest our local residents by developing strong and to flourish. communities that promote health and wellbeing underpins our ambitions for With our connectivity, appetite for growth growth. We’ve delivered a new £10 million and ability to make things happen Stafford leisure centre in Stone and are working in Borough plays a major role in the partnership with the Heritage Lottery Fund economy of Staffordshire and beyond. It to restore the landmark Victoria Park back has the potential to do more, which in to its former glory. turn must and will benefit its communities. Building Blocks Destination Stafford To realise the full potential of our area we 134,800 people call Stafford Borough need to aim for maximum economic home with the population set to increase productivity and assemble the building between 2017 and 2027 by 3%. This rate blocks of ideas, people, infrastructure, of growth is faster than the England business environment and place2 to 1 average . With over 5,000 businesses achieve this. The changing transport delivering over 68,000 jobs, as network coursing through our Borough Staffordshire’s largest district, covering provides the opportunity to move with the around 230 square miles we have great changing face of industry to keep the transport links which are already Borough at the forefront of sustainable improving and adapting as the Stafford economic growth and maximise Western Access Route takes shape. employment opportunities.

An urban extension to Stone and to the With a range of successful skills north, east and west of Stafford are development programmes already up creating 6,000 new homes and more than and running, the Borough is already well 1,200 jobs have been delivered at the placed to cope with the changing nature of £11m Redhill Business Park. With the workplace. Our strong existing more homes comes greater partnership arrangements are built on a opportunities for inward investment shared ambition to deliver our strategy for and demand for education, employment growth and provide the capacity and and leisure facilities. The need is clear for resilience to achieve our objectives. a dynamic local enterprise culture and to build on what is already a sustainable Rural Stafford Borough and vibrant economy. Stafford, Stone and Eccleshall are our hub We want the Borough to offer a choice of towns for business and enterprise but a high quality, demand driven options to live, significant area of our Borough is rural. In work and invest. these rural areas investment in Meaford Business Park and Raleigh Hall Industrial Estate demonstrate that we want to

support our business sectors to grow and diversify. Agriculture, agri-tech, tourism

1 Stafford: District Data Pack, September 18, 2 The Five Foundations of the Government’s Staffordshire Observatory Industrial Strategy, 2017

and the food industry all have a massive role to play in our borough and provide major opportunities for innovation and growth.

Delivering our vision

How are we going to get all of this done?

Strategic governance is provided by the Stafford Growth, Regeneration and Infrastructure Partnership who will drive progress and scrutinise performance.

This strategy doesn’t exist in isolation and is closely aligned with the emerging Local Industrial Strategy, the new Local Plan for Stafford Borough and the Stafford Town Centre Strategic Framework.

It’s also important that this strategy is a live document that responds to changes in the economy, technology and population as it drives forward opportunities for success.

The Partnership’s Vision To develop a high value, high skill, innovative and sustainable economy

As a Partnership we will grow a diverse and balanced business economy to optimise the benefits from our connectivity, opportunities and skills that supports new and existing businesses by working together in a collaborative and flexible way.

To deliver this vision the Partnership will focus on:

Growth Priority 1: Enabling new and existing businesses to grow and build confidence in Stafford Borough as a hub of productivity with a balanced economy

Growth Priority 2: Leading on the delivery of infrastructure led commercial and housing growth to shape Stafford Borough as the best place to invest

Growth Priority 3: Understanding and unlocking the economic growth opportunities in our rural areas

Growth Priority 4: Developing access to learning for all to create a local workforce with specialist skills that can respond to our ambitions for growth

Growth Priority 5: Taking pride in our County Town status and maximising our visitor offer in the market towns of Stone and Eccleshall and villages across the Borough

Our success will be measured by tracking the following:

Growth Measure Frequency Indicator of Success Priority Businesses operating within Quarterly Increasing total across the Borough 1 the Borough Gross Value Added (GVA) for Annually Increasing GVA across all sectors Stafford Borough Supply of new homes Annually Local Plan housing delivery target met year on year 2 Supply of new affordable Annually Local Plan affordable housing delivery homes target met year on year Supply of Employment Land Annually Local plan employment land delivery target met year on year 3 Rural business growth Quarterly Increasing number of rural businesses Education level Annually Reducing the percentage of the working age population with no qualifications Increasing the proportion of residents qualified to NVQ Level 3 and above Graduate Retention Annually Increasing number of graduates staying in the borough after education 4 Unemployment level Quarterly Reduction in the number of working

aged people who are unemployed Raising skills level Annually Increasing number of adults participating in skills training Increasing number of residents Annually progressing into work, education, training or apprenticeships, or being upskilled

Growth Measure Frequency Indicator of Success Priority Town Centre Health Check Quarterly Reduction in vacant properties (all uses) 5 Visitor Numbers – day visits Annually Increasing number of day visitors Visitor Numbers – staying Annually Increasing number of staying visitors trips

Growth Priority 1: Enabling new and existing businesses to grow and build confidence in Stafford as a hub of productivity with a balanced economy

Looking to invest in Stafford? Stafford is one of the best places in the UK to invest in. What helps businesses to make that decision? What are we already doing?

We make it easy with the partnership • Delivering £6m of access planning approach that focuses on design, improvements to unlock the 34 hectare quality and creating a great place to live Meaford Business Park and our urban and rural economies • Offering one-to-one support to nurture innovative and smart businesses looking to relocate to or technologies. Transformational projects grow within Stafford Borough, taking like the Stafford Station Gateway look to an holistic approach to inward improve our offer with new hotel and investment enquiries which has conferencing facilities. resulted in 690 additional businesses created since 2011 We already cover the spectrum of • Exploring new options for the existing employment sectors and maintaining a business support package provided balanced economy with jobs growth through the Stafford Town Centre remains a key priority for the Partnership. Partnership However we need to address the fact on average each hour worked in Staffordshire What will we be doing next? was nearly a fifth less productive than the • Launching a business engagement national average. 3 protocol across the partnership to Stafford is traditionally a large public guarantee that our interventions are targeted, co-ordinated, effective and sector employer, not just local government making a difference to productivity but across the health and defence • Building stronger links with local services. As with other industries people universities to support business incubation are likely to experience more than one and unlock the right locations for starter career during their working life, it’s units so that the Borough can ‘grow our important that we support these moves own’ innovative businesses and retain our skilled workforce locally. • Identifying new employment sites through our new local plan and taking early action Stafford has been showcased at the to support the right businesses into the 4 international property event MIPIM where right locations our ambitions have been shared and • Working in partnership to deliver an investment interest is growing. As our innovative and well connected business proposals take shape so must the way we district within the Stafford Station Gateway shout about them and announce that • Promoting commercial development opportunities created around the Stafford Western Access Route • Using evidence based research to 3 Increasing Economic Output (Gross Value Added) understand the depth of impact of urban and Raising Productivity in Staffordshire and enterprise on the Borough‘s economy to Stoke-on-Trent; Staffordshire County Council, April build future capacity 2018 4 Le Marché International des Professionnels de l’Immobilier; an international property event

Growth Priority 2: Leading on the delivery of infrastructure led commercial and housing growth to shape Stafford Borough as the best place to invest

Using our connectivity to grow a strong What are we already doing? economy • Delivering the £62m Stafford Western The opening of the Stafford Western Access Road which will unlock major housing growth, relieve congestion and Access Route in 2021 will improve improve journey reliability across Stafford connectivity between the west and north of • Modelling options with the Department for Stafford and the 2022 completion of the Transport and Network Rail for a new Smart Motorway programme between West Coast Mainline railway station as Junctions 16 and 19 of the M6 will reduce part of our proposals for a new garden congestion and unreliable journey times. community 2027 will see High Speed 2 services at • Promoting the development potential of Stafford railway station, cutting journey HS2 in Stafford Borough through the times to London to just 53 minutes. Our Constellation Partnership Growth Strategy prime location makes us a great base What will we be doing next? for business. • Delivering our new Local Plan that Whilst Superfast Staffordshire has provides the framework for future provided 94% of the Borough population development with internet speeds of around 25mbps+ • Refreshing the Borough Infrastructure over 11,000 of our residents are still Delivery Plan to ensure that the right waiting on this connectivity. In rural infrastructure is in place to deliver our areas robust digital connectivity has vision the potential to transform the economy. • Working in partnership to deliver the Strategic Infrastructure Plan that will The housing and business growth that consider the cumulative impact of growth we’ve seen over the last five years and identify major infrastructure demonstrates how much people want to requirements needed to deliver come and live and work here and our sustainable growth • aspiration for a new garden community Launching a Parking and Movement Strategy for Stafford Borough that means there is more work to be done to responds to growth and changes in continue to create the places where technology and supports our ambitions for people want to live. sustainable travel that will support healthy lifestyles We want Stafford to be the place where • Supporting faster more resilient digital people choose to set down roots, commuting into rather than away from the connectivity to add flexibility to the location Borough. This means delivering more options for our businesses aspirational housing to attract high skilled • Making sustained progress on the new workers and continue to positively garden community proposals and the promote the Borough as an area of good transformational change that they can quality accommodation across all tenures. realise

Growth Priority 3: Understanding and unlocking the economic growth opportunities in our rural areas

Whether you look at our towns or villages the What are we already doing? proportion of working age residents is the same. The is mirrored in the rural Borough5. • Working together to deliver a successor So why is it important that we pay particular funding programme following successful attention to our rural areas? European funding support for rural areas • Identifying residential and commercial Because some of the challenges and areas within the Borough that are working opportunities there are different. Nearly 4,000 with internet speeds of less that 30 mbps businesses in our Borough are located in the • Using the new Local Plan process as a rural areas but issues around digital mechanism to encourage developers to connectivity, mobile phone coverage and think about designing in broadband access to skilled labour aremore problematic. connectivity to new developments

There is also a need to understand our rural What will we be doing next? communities and make sure that a reliance on digital connectivity doesn’t increase • Developing the support given to Stone and concerns around social isolation by limiting the Eccleshall by working together to deliver amount of interaction people have. ‘Town Deals’ • Targeting specific business and planning Building sustainable economies means policy advice and funding opportunities to providing affordable rural homes, rural businesses to facilitate business encouraging tourism and supporting the mix growth with a better public transport offer. • Developing employment opportunities for young people in rural areas and wherever The countryside isn’t just about farming and possible removing barriers to employment food production but these continue to be • Exploring the feasibility of supporting rural hugely important and we must recognise the business hubs, clustering complementary volatility of the farming industry. The emerging goods and services to build strength into Local Industrial Strategy will take account of the rural economy rural economies and their future potential. • Promoting 5g connectivity and the Gigabit Broadband Voucher Scheme which can be used by small businesses and the local communities surrounding them to contribute to the installation cost of a gigabit-capable connection • Supporting Staffordshire County Council to identify how its farm estate in the Borough can contribute to unlocking economic growth opportunities in our rural areas. • Using evidence based research to understand the depth of impact of rural

enterprise on the Borough‘s economy to build future capacity

5 Staffordshire Rural Economy Evidence Base; Staffordshire County Council, 2015

Growth Priority 4: Developing access to learning for all to create a local workforce with specialist skills that can respond to our ambitions for growth

Staffordshire is an economic success What are we already doing? story with almost full employment, with • currently only 1.7% of the working age Supporting Newcastle and Stafford College Group in its exciting regeneration population claiming benefits. But as the proposals for the Earl Street campus aims and aspirations of our communities which will deliver a new £25m Skills and change few people will have, or expect, Innovation Centre a job for life. Our careers will take many • Commissioning the Careers Enterprise paths and we now need to provide Company to support Staffordshire schools multiple employment pathways to support in implementing the national Careers this way of working, including a choice of Strategy more flexible working. • Supporting New Beacon Group to establish a new university and links to Reflecting the aims of the emerging Local China Industrial Strategy, we want sustainable • Working inclusively to tackle health employment offers that promise not inequalities and provide support into work just jobs but careers. What are we doing next? We know that Stafford Borough has an • Equipping local people with the skills and ageing population but our economic flexibility needed to respond to a changing prosperity relies on a balanced employment market by continuing to demographic within our workforce. We access the European Social Fund and also need to address the barriers to work further commissioning of Community faced by our residents with long term Learning provision for adults health conditions and encourage • Working with education providers like employment opportunities that support Staffordshire, Wolverhampton and Keele this. Universities, Newcastle and Stafford College Group and the New Beacon We have ambitions for our Borough that Group to establish an evening learning will see the digital sector grow. Our environment in Stafford businesses have identified the need to • Maximise local job and supply chain work with schools to encourage young opportunities during the construction people into skilled industry. It’s well phase of HS2 and other strategic documented how successful we are in developments • Expanding the activity of the Careers delivering growth but we need to make Enterprise Company to develop Careers sure that our local communities are Hubs linking schools with employers prepared and ready to benefit from • Supporting smaller businesses to get regeneration projects. involved in work experience and skills sharing and provide access to workforce To achieve all this we need to build on the development activities for Stafford strengths of our existing education offer employers and ensure that we are providing • Developing a new model to facilitate and opportunities for lifelong learning to promote the contribution of the over 60s to everyone in our Borough so that we’re the our local economy that understands the right place to bring business to and we value of volunteering provide the opportunities to make people want to stay.

Growth Priority 5: Taking pride in our County Town status and maximising our visitor offer in the market towns of Stone and Eccleshall and villages across Stafford Borough

When you hear someone say Stafford what do you think? What are we already doing? Stafford is a beautiful county town with a • history of shoemaking. The canal network Completing a Strategic Framework for Stafford Town Centre that links existing that runs through Stone and many of our plans to deliver town centre homes and a villages is hugely popular. We have quality leisure and culture offer railway heritage and a focus on heavy • Developing a Future High Streets Fund electrical engineering. Stafford Borough is business case and exploring other funding rural and urban, traditional yet always options for sustainable transformation in looking forward. Being clear about what Stafford town centre. This work includes Stafford has to offer is fundamental to options for the Shire Hall. encouraging significant investment in • Developing masterplan proposals for the our Borough. regeneration of the Eastgate area of Stafford into an investible proposition for We know that Stafford already tempts development people in for the day with successful • Exploring options to improve the public events like the County Show or the annual realm in Stafford to deliver a quality Cheese and Ale Festival that brings in environment that will support the town over 72,000 visitors into Stafford town centre • centre. What we need to strengthen is our Stafford Town Centre Partnership are commissioning a feasibility study to offer for staying visits and our town understand the implications of creating a centres sit at the heart of this. Business Improvement District in Stafford and to assess the viability of the scheme Whatever the reason for visiting Stafford the visitor economy contributes towards What will we be doing next? over 3,000 jobs in our Borough, a figure that is only set to rise. The visitor • Launching a comprehensive Visitor economy is the sixth largest Economy Strategy that develops the employment sector in the UK and by Borough’s evening economy, our business supporting local businesses and facilities it offer and a programme of events to boost our reputation as a destination Borough helps to create an attractive place for • Responding to the demand for overnight investment. stays in the Borough as set out in the Ease of movement in and around our town recently published Staffordshire Hotel and Visitor Accommodation Development centres is crucial to attracting people in Strategy and this is a key theme in our business • Building Brand Stafford, having a clear case for Future High Streets Funding. marketing strategy and shouting loudly about what the Borough has to offer Stafford is perfectly placed to enjoy family • Expanding work opportunities in the visitor days out and leisure activities for all, with sector through new hotels and attractions like Shugborough and theme conferencing facilities and expanding our parks such as Alton Towers and Drayton cultural offer with innovative new Manor Park and Zoo are a stone’s throw destinations like the Staffordshire History away. Centre

Pictures/Case Studies to be added to final document:

Priority 1: Redhill – showing GE/St Gobain/Omicron with the text: The £11 million Redhill Business Park has delivered more than 1200 jobs and is home to multinationals GE, St Gobain and power testing specialist Omicron.

Priority 2: Rail infrastructure – picture of Stafford Station with the text: Stafford Borough is already well connected with three M6 junctions and railway stations in Stafford and Stone on the West Coast mainline. Government investment can already be seen in rail capacity improvements at Norton Bridge and the Smart Motorway programme.

Priority 2: Road infrastructure – showing Meaford Business Park with the text: £6m of access improvements unlocked the 34 hectare Meaford Business Park near Stone. We’ll continue to work in partnership to unlock sites across the Borough.

Priority 3: Rural Enterprise Funding – picture of Wissage Bakehouse with the text: Rural Enterprise Funding helped a farming couple in Aston to transform under-used agricultural buildings into a bakery specialising in savoury pies. Business start ups in the Borough are higher than the Staffordshire average and have the highest rate of business survival.

Priority 3: Rural Exception Housing Development – picture of St Peters Close, Hixon with the text: Partnership working between Stafford and Rural Homes, Housing Plus Group, Stafford Borough Council and Homes England delivered a £1m housing scheme of much needed affordable homes in one of our villages

Priority 4: Apprenticeship Graduation Ceremony with the text: 500 people attended the fifth annual Stoke on Trent and Staffordshire Apprenticeship Graduation Ceremony to see 151 graduates receive their qualifications.

Priority 4: Universities – pictures of Staffs/Wolves/New Beacon Group with the text: 42% of Stafford’s 18 year olds entered Higher Education in 2018 against a national average of 37%.

Priority 4: Wolves Uni photo of a mindfulness seminar with the text: Wolverhampton University offers the opportunity for learning to people of all ages in our communities

Priority 5: Events – picture of Iron Man with the text: The 2019 edition of IRONMAN 70.3 Staffordshire saw a record 2653 athletes from over 35 different countries enter, making this a sold-out race and showcasing the Borough on the international stage. Also picture of County Showground with the text: with a wide range of exhibition halls, conference suites and outdoor facilities, the Showground has the capacity to host events large and small.

Priority 5: Leisure – picture of Odeon Luxe with the text: The first purpose built Odeon Luxe cinema opened in Stafford in November 2018 demonstrating our commitment to supporting investment in new leisure and entertainment facilities.

Priority 5: Leisure - Picture of Stone Leisure Centre with the text: A new £10 million leisure centre opened in March 2019 as part of the transformation of Westbridge Park, the gateway to Stone. Also picture of the Trentham Estate with the text: he award winning Trentham Estate offers visitors a mix of shopping, eating, relaxing and a wide range of events.

APPENDIX

Why Stafford Borough?

Infographics:

Connected: 3 M6 junctions, 2 railways stations and 4 airports within an hours drive

Skilled: 50% of Borough residents are educated to NVQ Level 4 or above

Focused: 17% growth in manufacturing since 2011, 489 digital businesses

Committed: £100 million investment in Stafford town centre

Information Sources

Office of National Statistics

• Population Estimates 2017 • Annual Population Survey • Business Register and Employment Survey 2017 • Interdepartmental Business Register 2018

Staffordshire County Council

• Stafford Locality Profile, January 2018

Links to other Strategies

Homes England Strategic Plan 2018/19-2022/23

Housing Plus Group Corporate Plan 2018-2023

Industrial Strategy White Paper

Ladder for Staffordshire

Midlands Engine Strategy

Stafford Borough Housing Strategy 2015-2019

Stafford Borough Climate Change Strategy – Consultation Draft

Staffordshire Hotel and Visitor Accommodation Development Strategy

Stoke on Trent and Staffordshire Strategic Economic Plan (April 2018)

Stoke on Trent and Staffordshire Local Enterprise Partnership Skills Strategy

Stoke on Trent and Staffordshire Local Industrial Strategy – Consultation Draft

The Constellation Partnership – Delivery Plan and Skills Strategy

The Plan for Stafford Borough 2011-2031

Green Finance Strategy

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ITEM NO 4(a)(ii) ITEM NO 4(a)(ii)

Contact Officer: Robert Simpson Telephone No: 01785 619411 Ward Interest: Nil Report Track: Cabinet 06/02/20 Economic Development and Planning Scrutiny Committee 11/02/20 Key Decision: No

SUBMISSION BY COUNCILLOR F BEATTY ECONOMIC DEVELOPMENT AND PLANNING PORTFOLIO

CABINET 6 FEBRUARY 2020 Parking Orders

1 Purpose of Report

1.1 For the Cabinet to consider the objections received during the consultation on the off-street Parking Orders; and to consider the approval and the implementation of the off-street Parking Orders.

2 Proposal of Cabinet Member

2.1 That the Head of Operations in conjunction with the Head of Law and Administration be authorised to take all necessary steps to make the following Orders, and bring them into force:

(i) The Borough of Stafford (Various Car parks, Stafford) Order 2020; (ii) The Borough of Stafford (Various Car parks, Stone) Order 2020; (iii) Waterfront Car Park, Stafford (Off-street Parking Places) Order 2020.

3 Key Issues and Reasons for Recommendation

3.1 Prior to making the Orders, the Council must take into account any objections received following a period of public consultation. The period for objections ended on 13 January 2020. Objections were received to the proposed Borough of Stafford (Various Car parks, Stone) Order 2020; no objections were received for the other two orders, The Borough of Stafford (Various Car

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parks, Stafford) Order 2020; and Waterfront Car Park, Stafford (Off-street Parking Places) Order 2020.

4 Relationship to Corporate Priorities

4.1 These proposals will contribute to the Corporate Priorities as set out below:-

1. To deliver sustainable economic and housing growth to provide income and jobs. 2. To be a well-run, financially sustainable and ambitious organisation, responsive to the needs of our customers and communities and focussed on delivering our objectives.

5 Report Detail

5.1 On 19 November 2019, the Council approved the fees and charges for car parking on Council owned car parks. The purpose of the 3 orders is to introduce changes to fees and charges, days and hours of operation, and to include additional parking restrictions in relation to the various off-street car parks located within Stafford and Stone town centres. The various changes and amendments are set out in the Schedules to each order. The orders also set out the powers of enforcement in the event of there being a contravention of any provision of the orders. The existing car parking orders currently in force will also be revoked once the new orders take effect.

5.2 The Council placed a public notice in the Staffordshire Newsletter on 18 December 2019 advertising the 3 orders (APPENDIX 1) and wrote to all statutory consultees.

Public consultation also included notices being placed on all the Council’s car parks and the proposed site at Waterfront advertising the Council’s intention to bring the Orders into force. Copies of the proposed Order and notices published were also made available for public inspection during the consultation period. The final date by which any objections were to be made was 13 January 2020.

5.3.1 The Borough of Stafford (Various Car parks, Stafford) Order 2020 can be found in APPENDIX 2.

5.3.2 The Borough of Stafford (Various Car parks, Stone) Order 2020 can be found in APPENDIX 3.

5.3.3 The Waterfront Car Park, Stafford (Off-street Parking Places) Order 2020 can be found in APPENDIX 4.

5.4.1 No objections to all 3 orders have been received from the statutory consultees.

5.4.2 No objections from the public consultation for the following two orders:

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(i) The Borough of Stafford (Various Car parks, Stafford) Order 2020; and (ii) Waterfront Car Park, Stafford (Off-street Parking Places) Order 2020.

5.4.3 Objections have been received to The Borough of Stafford (Various Car parks, Stone) Order as follows:

(i) 12 residents of Stone, (ii) Rev P H C Kingman on behalf of the Parochial Church Council of the Ecclesiastical Parish of Christ Church Stone; (iii) 226 name petition organised by the Church Wardens of Christ Church; (iv) A Stone town centre worker (v) Councillor Ian Fordham Ward Councillor - St Michael’s and Stonefield (vi) Clerk to the Council on behalf of Stone Town Council (vii) 3 Stone business owners (viii) Stone Traders Group

The objections include:

(i) Objections to Sunday parking charges, primarily in connection with Christchurch car park. Comments include the effect on worshippers at Christ Church, the effect on community events and clubs taking place at the church, and the ownership/agreements in connection with the Christ Church car park.

(ii) Objections to evening parking charges mainly in connection with Christchurch carpark, due to the effect on the night time economy of the town centre and the effect on community events and clubs.

(iii) Objections to the increase generally of fees and charges for car parking due to the effect on the economy of Stone town centre.

(iv) Additionally comments have been made on the lack of car parking available in Stone, the lack of public transport, and that all car parking should be free of charge.

5.5 The decision of the Cabinet is not subject to call in as it has been referred to the Economic Development and Planning Scrutiny Committee 11 February 2020 for consideration.

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6 Implications

6.1 Financial The overall cost/savings were considered as part of the report on fees and charges reported to Full Council on 19 November 2019. Legal The Road Traffic Regulation Act 1984 gives powers for local authorities to provide both on- street and off-street parking places, and to make charges for the parking of vehicles. The Traffic Management Act 2004 allows for the management and civil parking enforcement of sites where parking provision is made. However such powers can only be exercised if a formal Parking Order is made by the local authority concerned. Human Resources None identified Human Rights Act None identified Data Protection None identified Risk Management The risk issues contained in this report are not strategic and therefore should not be included in the Strategic Risk Register. The level of income generated by the Council from fees and charges is a key risk as the income stream is sensitive to adverse economic conditions and can vary significantly as a result.

Age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, sexual orientation.

Previous Consideration - Nil

Background Papers - File available in Operations

24 APPENDIX 1

25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67

67 68

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ITEM NO 4(b) ITEM NO 4(b)

Contact Officer: Tracy Redpath Telephone No: 01785 619195 Ward Interest: Nil Report Track: Cabinet 6/2/2020 (Only) Key Decision: Yes

SUBMISSION BY COUNCILLOR J M PERT COMMUNITY AND HEALTH PORTFOLIO

CABINET 6 FEBRUARY 2020 Funding for Voluntary Sector Organisations

1 Purpose of Report

1.1 To determine and approve the support given by the Council to voluntary sector organisations for a four year period commencing from April 2020 to March 2024.

2 Proposal of Cabinet Member

2.1 To recommend that support provided to the voluntary sector in Stafford Borough, as detailed in paragraph 5.5 of this report, be approved.

3 Key Issues and Reasons for Recommendation

3.1 The Council has been providing financial support to the community and voluntary sector for a number of years. It currently supports seven community and voluntary sector organisations with grants totalling £125,250 per annum over the past four years. The current agreements are all scheduled to terminate on 31 March 2020. Six of the organisations have met their financial and service targets as well as their performance targets as set out in the service level agreements. It is recommended that support for the six organisations continues for a further four-year period.

3.2 In addition to this the council also runs a small grants scheme of £10,000 per annum which is administered by the Community Foundation. The scheme is very well established and successful now, providing support to small organisations within the Borough. It is recommended that support for this scheme continues for a further four-year period administered by the Community Foundation.

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3.3 Sports Stafford Borough, supported by the Borough Council, has been very successful for a number of years disseminating grants for sports and celebrating local talent with the Annual Sports Awards evening. However, during the past 12 months, they have struggled with capacity which has meant that they no longer meet their service targets as set out in their service level agreement. The Council recognises the importance of sports within the Borough and the support that the annual grant of £7,000 can provide to enable local talent to be nurtured and developed. Therefore, it is proposed that this service level agreement is terminated and replaced by a grant scheme for sports which is administered by the Community Foundation.

3.4 Domestic abuse continues to be recognised as a priority for the Borough so it is proposed that the service level agreement for Staffordshire Women’s Aid is increased by £5,000 to support the delivery of early intervention activities with young women affected by domestic abuse.

3.5 The Council currently provides accommodation to the Signpost Centre based at Highfields for a peppercorn rent. It is proposed that this arrangement is reviewed on an annual basis from April 2020.

4 Relationship to Corporate Business Objectives

4.1 This interlinks with all of the Corporate Business Objectives but predominantly sits within Corporate Business Objective 2.

5 Report Detail

5.1 The Council has provided support to the voluntary sector for a number of years now which has been funded from a budget of £128,960. This support has been through a variety of different sources which includes:

(a) Accommodation The Council provides accommodation to the Signpost Centre based at Highfields, Stafford at a peppercorn rent. It is recommended that from April 2020 that this is reviewed on an annual basis.

(b) Events A budget of £2,000 is set aside for Stafford in the World and the council also holds an annual Community Awards event, both of these events are planned to support and recognise the work of the voluntary sector and volunteers.

(c) Commissioning Commissioning of local projects that support the delivery of corporate business objectives, for example: • Support Staffordshire who are the local infrastructure organisation supporting the voluntary sector local and Staffordshire wide, setting up, growing and supporting all voluntary sector organisations to thrive and providing advice on preparing a constitution,

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safeguarding and grant funding; • Citizen Advice Bureau (CAB) who provide significant information, advice and guidance to the general public on many different subjects from debt advice, benefits support, general information through to advice on what to do if made homeless. In many cases, CAB are the first point of contact before many people have to access Council services.

(d) Provision of financial support Direct support of eight voluntary sector organisations with grants totalling £125,250 per annum. Seven organisations are primarily governed by service level agreements which are monitored on a quarterly basis, and one organisation administers a grant scheme on behalf of the Council. Detailed support is as follows:-

• Citizens Advice Bureau - £60,000 • Support Staffordshire - Stafford District - £22,250 (provision of accommodation space included within this agreement) • Staffordshire Women’s Aid - £10,000 • Stafford District Art’s Council - £10,000 • Sport Stafford Borough - £7,000 • Katharine House Hospice - £3,500 • Douglas MacMillan Hospice - £2,500 • Stafford Borough Small Grants Scheme - £10,000 (administered by the Community Foundation

5.2 Support for organisations is determined on a four year basis to enable organisations to plan the long term delivery of benefits to the community and to try and establish sustainability of support to those in most need.

5.3 The report is recommending that the level of support remains at the same level for Stafford in the World and six of the organisations listed above with the exception of Staffordshire Women’s Aid and Sport Stafford Borough.

(a) Staffordshire Women’s Aid It is recommended that this service level is increased by £5,000 per annum to provide additional funding to support the delivery of ‘Warrior Girls’ in the Borough. The project focuses on early intervention support for girls and young women who are vulnerable as a result of relationship abuse and low educational achievement. The project has been piloted over the past 12 months and received positive evaluation from participants. Domestic abuse has been highlighted as a priority for the Borough in the latest Community Safety Strategic Assessment. The proposed increase in the service level agreement would be met within current budget allocations.

(b) Sport Stafford Borough This organisation has worked tirelessly over a number of years to provide grants to up and coming sports talent across the Borough. They have provided specialist

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advice and guidance in relation to sports and have ensured that local talent has been celebrated through events like the annual sports awards. Unfortunately, over the past 12 – 18 months, the organisation has experienced some difficult times which has affected their capacity to fulfil the requirements of the service level agreement that they have with the Council Although the organisation has had a change in membership within the organisation it has been very difficult for them to achieve what has been required of them. 5.4 The Council recognises the amount of work that is required to sustain the provision of grants for sports activity going forward and also the importance of small groups having access to funding that enables the development of sport in the local area. Therefore, the recommendation is to terminate the service level agreement with Sport Stafford Borough and to implement a new grant scheme for Sports that would be set up and administered by the Community Foundation. The funding of £7,000 that was provided to Sports Stafford Borough would be utilised for this purpose. Also, within the proposals would be for existing members of Sport Stafford Borough to have the opportunity to apply to be part of the new Sports Grants panel that would be set up for the dissemination of the grants. The Council would also incorporate a ‘Sports and Culture’ category in the annual Community Awards to ensure that emerging local talent can be recognised and celebrated. Nominations would be submitted through the existing Community Grants process, with a recognised locally based sports leader joining the panel for that purpose.

If this proposal is agreed it is recommended that a letter is sent from the Cabinet member to members of Sport Stafford Borough in recognition of, and thanking them, for their dedication and contribution to sports over the past few years.

5.5 In summary, the recommendations to support the voluntary sector in Stafford Borough are as follows:

(a) it is recommended that the following organisations continue to be supported, at existing levels, for a further four year period:

• Citizens Advice Bureau - £60,000 • Support Staffordshire - Stafford District - £22,250 (provision of accommodation space included within this agreement) • Stafford District Art’s Council - £10,000 • Katharine House Hospice - £3,500 • Douglas MacMillan Hospice - £2,500 • Stafford Borough Small Grants Scheme - £10,000 (administered by the Community Foundation)

(b) That the service level agreement for Staffordshire Women’s Aid is increased by £5,000 per annum to fund early intervention support for girls and young women who are vulnerable as a result of relationship abuse and low educational achievement..

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(c) That agreement is sought for a new grants scheme to be set up for Sports that would be administered by the Community Foundation. The total funding per annum (including administration of the scheme) would be £7,000.

(d) That a letter of thanks is sent to members of Sport Stafford Borough.

(e) The level of support for Stafford in the World remains the same.

(f) That the current arrangements with the Signpost Centre at Highfields are reviewed on an annual basis commencing April 2020.

(g) The arrangements as set out above be reviewed on an annual basis to ensure that performance, financial and service targets are being met.

6 Implications

6.1 Financial The total grants proposed amount to £132,250 and exceed the budget provision by £3,290. The difference can be accommodated within the overall Community Portfolio Budget. Legal None Human Resources None Human Rights Act None Data Protection None Risk Management None

Age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, sexual orientation.

Previous Consideration - None

Background Papers - Corporate Business and Partnerships

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ITEM NO 4(c)(i) ITEM NO 4(c)(i)

Contact Officer: Tracy Redpath Telephone No: 01785 619195 Ward Interest: Nil Report Track: Cabinet 06/02/2020 and all Scrutiny Committees Key Decision: No

SUBMISSION BY COUNCILLOR R M SMITH RESOURCES PORTFOLIO

CABINET 6 FEBRUARY 2020 Performance Reporting 2019-20

1 Purpose of Report

1.1 To provide an update to members regarding performance reporting for Quarter 3 2019 - 2020 for Cabinet

2 Proposal of Cabinet Member

2.1 That the information be noted

3 Key Issues and Reasons for Recommendation

3.1 The Council’s Performance Report for Quarter 3 is highlighted as follows:-

(a) Performance at a glance: • 9 quarterly targets have reported as being exceptional • 1 quarterly target is below what it should be

(b) Narrative updates: • 2 measures are reported as being exceptional • 3 measures are below what they should be

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4 Relationship to Corporate Priorities

4.1 Performance reporting interlinks with all corporate business objectives.

5 Report Detail

5.1 The corporate business plan is the main strategic plan of the authority. It sets the direction over the next three years and outlines the main business objectives and areas of focus.

5.2 The plan is a high level plan that enables the authority to define its success, in terms of the delivery of outcomes, and prioritises those activities that will help to achieve those outcomes. It provides a focus to all of our staff so that they know and aware of what they should be working on and what to prioritise.

5.3 As part of the business planning the council now reports on the following:

• Performance at a glance • Narrative update against business objectives • Improvement report

The improvement report provides members with some reassurance that issues of performance are being addressed and the actions that are being taken to improve the situation.

5.4 Quarter 3 Performance Report highlights the following:-

(a) Performance at a glance:

Economic Development and Planning

Targets reported as exceptional are:

- LI1 There has been 100% compliance with individual Project Plans - LI6 There has been a 100% of areas of open space to new houses approved

Narrative updates are contained in the associated APPENDIX and are summarised as:-

- 1 measure is reported as exceptional

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Community Wellbeing

Targets reported as exceptional are:

- LI13 24 empty homes brought back into use following Officer intervention - LI15 97 households have been given advice on energy efficiency

Target below what it should be:

- LI16 33% of disabled facility grants completed against a target of 37%

Narrative updates are contained in the associated APPENDIX and are summarised as:-

- 1 measure is reported as exceptional

Resources

Targets reported as exceptional are:

- LI19 2.52% abandoned calls against a target of 5% - LI20 an actual of 98.6% against a target of 80% of residents are satisfied with our customer contact centre - LI21 Days taken to process new HB/CT Claims has achieved 17 Days - Target 20 Days - LI22 8 days taken to process new HB/CT change of circumstances against a target of 9 days - LBV12 Sickness Rates is recorded as 1.43 days for quarter 3 (cumulative 3.59 days)

Narrative updates are contained in the associated APPENDIX and are summarised as:-

- 3 measures are reported as being below what they should be.

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6 Implications

6.1 Financial Legal Human Resources Human Rights Act Data Protection Risk Management

Age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, sexual orientation.

Previous Consideration - Nil

Background Papers - File available in Corporate Business and Partnerships

100 Economic Development Performance at a glance

LI1 % Compliance with individual Project Plans Michelle Smith H 100% 100% J 100% 100% J 100% 100% J 100% 100% K LI2 % increase in footfall associated with major events in Stafford Town Centre Michelle Smith H 26% 10% K 31.25% 20% J 4% 5% K 15% 15% K LI3 Stafford Retail premises occupancy rates % Michelle Smith H 89.50% 85.60% K 89.90% 85.60% K 89.00% 85.60% K 89% 88% K LI4 Stone Retail premises occupancy rates % Michelle Smith H 98% 92% K 97% 92% K 97% 92% K 94% 92% K LI5 Completion of Issues and Options stage by March 2020 Alex Yendole N/A Mar-20 Mar-20 K Mar-20 Mar-20 K Mar-20 Mar-20 K Mar-20 Mar-20 K LI6 Area of open space to new houses approved Michelle Smith H 100% 100% J 100% 100% J 100% 100% J 100% 100% K

Performance direction of travel - Key

Performance 10% or more above target J

On Track K

Performance 10% or more below target L

101 Economic Development Narrative Updates Q3 Ref Key Deliverable Responsible End Date Performance Commentary/Action Officer Symbol 1.1.1 % Compliance with individual Project Plans Amanda Holland June 2020 K On track for June 2020 1.1.2 Continue to supply affordable housing working Anna Nevin Ongoing 22 new affordable homes were completed this quarter, with Registered Providers and Homes England bringing the cumulative total this year to 148. There are a further 88 affordable homes forecast to be delivered in the final quarter of the year, subject to weather K conditions, which bring the total number of affordable homes delivered this year above the target of 210.

1.1.3 Improve and maintain performance of Michelle Smith March 2021 Development Management performance is published development management and local land based on a rolling 2 year snapshot. As at 30/09/19 charges from April 2018 for 3 years performance is as follows: 93.4% of Major applications processed on time (decrease from 96.6% in Q2; national J target is 60%) 96.2% Non-major applications processed on time (an increase from 95.8% in Q3; national target is 70%). 1.2.1 Delivery of the Stafford Town Centre Strategic Karen Tierney/ June 2020 Detailed work is continuing in line with the project plan. Framework Michelle Smith K Still on track. 1.2.2 Delivery of the Stafford Station Gateway Michelle Smith Ongoing Detailed specifications have been completed prior to K procurement of technical studies during Q4. 1.2.3 Supporting the development of Meecebrook Karen Tierney/ Ongoing Government initial funding of £750K for feasibility Garden Community Alex Yendole studies and programme management received. 2nd meeting of Meecebrook Programme Board in October K 2019, supported by monthly Delivery Team meetings. Progress on visioning, transport & water infrastructure; new Programme Manager started in December 2019 1.2.4 Provide support for Stafford Western Access Michelle Smith Ongoing The temporary mini-roundabout at Sainsbury's has been Route From April 2018 for duration of the plan installed, as have over 170 files. Vegetation clearance K has been completed at Madford Retail Park and a high voltage cable relocated.

102 Ref Key Deliverable Responsible End Date Performance Commentary/Action Officer Symbol

1.2.5 Strategic car parking in Stafford and Stone Michelle Smith Summer 2020 Initial scoping work for the Strategy is underway as the Phase 1 Economic Growth Strategy progresses to adoption stage K which has moved to Q4 to enable an extension to final consultation comments. 1.2.7 Source and develop new Gypsy and Traveller Alex Yendole Timescales agreed Consultants progressing with a Gypsy and Traveller sites once milestones Needs Assessment. Officers continued work to identify a are set K new gypsy site to deliver future need. 1.3.1 Enable new and existing businesses to grow Michelle Smith Determined once Directly supported 9 businesses and 2 new business and build confidence in Stafford as a hub of the Economic start ups. Meetings with University of Wolverhampton, productivity Growth Strategy Chamber of Commerce, CITB, LEP to advise of SBC has been approved one stop shop for business support. Attended Manufacturing Expo at Showground to raise awareness K of Stafford as a great place to do business. Provided Business Rate Relief to a business relocating to Stafford. Implemented 'Fame' business database to support business intelligence. 1.3.2 Promote our visitor economy to demonstrate Michelle Smith Determined once The delivery of the annual Cheese and Ale Festival now the offer in the Borough the Economic will form part of a wider Autumn programme including Growth Strategy supporting the new Stafford Literary Festival and has been approved Business Games Event proposed for Summer 2020. K Continuing to work with investors in the food, drink and leisure offer to develop a 'package' for visitors to Stafford. 1.3.3 Unlock economic opportunities in our rural Michelle Smith Determined once Working with Staffordshire County Council's Broadband areas the Economic Manager to address low broadband speed areas and Growth Strategy actions needed to eliminate 'hot-spots'. Promoted the has been approved K latest Rural Development Programme for England (RDPE) funding to rural businesses. 1.3.4 Develop access to lifelong learning to create a Michelle Smith Determined once Working with the University of Wolverhampton to local workforce with specialist skills that can the Economic develop a business support programme to support local respond to growth ambitions Growth Strategy K workforce both urban and rural. has been approved

103 Ref Key Deliverable Responsible End Date Performance Commentary/Action Officer Symbol

1.4.1 Revise and refresh the Local Plan Alex Yendole Adoption of new Evidence based work completed for Economic & Local Plan Housing Needs Assessment, Town Centre Capacity (2022/23) Assessment, Stafford Borough Strategic Development Options, and the Nature Recovery Network. Strategic Flood Risk Assessment finalised. High Offley K (Woodseaves) Neighbourhood Plan Submission completed in November 2019. Stone Neighbourhood Plan Examiners Report received, next step is to report to Cabinet during Q4. 1.4.2 Embed high quality design into Planning Policy John Holmes February 2020 Planning applications are being considered in to ensure that Stafford is an attractive place accordance with the Supplementary Planning that people want to live in, promoting healthy Document: Design. Pre-application advice provided on lifestyles and supporting future investment K major applications contains Design Advisor's input.

1.5.1 Develop and implement new Open Space Alex Yendole TBC Green Infrastructure evidence based work progressing. Strategies Nature Recovery Network report completed to support K Draft Biodiversity SPD consultation in Spring 2020.

1.5.2 Stafford Brooks Project Bill Waller TBC Working with partners to develop the business case for a future funding bid. Dates of the next round of bid K submission not yet known. 1.6.1 To ensure that policies and codes of practice John Holmes Awaiting Bill to be Stafford Borough Council has signed the Memorandum for the construction and operation of HS2 passed by of Understanding which will take effect following royal through the Borough adequately protect Parliament assent. residents in terms of compensation, and K mitigate any adverse environmental affects and protect biodiversity 1.6.2 Monitoring of HS2 construction works to Robert Simpson Awaiting Bill to be We are awaiting the outcome of the Independent ensure approved policies and codes of practice passed by Review into the HS2 scheme. The meeting of the HS2 has been implemented Parliament K Phase 2A Environmental Health Sub-Group for the 7 November 2019 was cancelled due to purdah. Performance direction of travel - Key Exceptional J On Track K Below what it should be L

104 Community Wellbeing Performance at a glance

No Indicator Responsible Is good Q1 Actual Q1 Target Q1 Performance Q2 Actual Q2 Target Q2 Performance Q3 Actual Q3 Target Q3 Performance Year End forecast Year end target Direction of Travel Officer high or low LI7 % of enviro-crime complaints dealt with Julie Wallace H 97.31% 94% 98.33% 94% 99% 94% 96% 94% promptly and no longer than 72 hours after receipt K K K K LI8 No of residents who think the town Phil Bates H 98.34% 95% 98.73% 95% 99.47% 95% 95% 95% centres are clean and tidy K K K K LI9 KGS of residual household waste Becky Martin L 106.58 102 105.09 102 105.09 102 105 102 collected per household K K K K LI10 % of household waste sent for reuse, Becky Martin H 58.03% 53% 57.98% 53% 54.96% 53% 52% 53% recycling and composting K K K K LI11 % of businesses compliant with legislation Lisa Harvey H 95.48% 93% 94.81% 93% 91.40% 93% 93% 93% under the food hygiene rating system K K K K LI12 % of programmed health and safety Lisa Harvey H 86% 100% 100% 100% 100% 100% 100% 100% inspections of businesses carried out when due L K K K LI13 50 Empty Homes brought back into use Anna Nevin H 17 15 15 15 24 10 50 50 following Officer interventions J K J K LI15 No of households given advice on energy Anna Nevin H 35 15 40 25 97 30 100 100 efficiency J J J K LI16 % of homeless cases closed through Anna Nevin H 35% 35% 41% 35% 33% 37% 40% 40% prevention K J L K LI17 % of homeless cases closed through Anna Nevin L 65% 65% 59% 65% 67% 63% 60% 60% relief K J K K LI18 No of Disabled Facility Grants (DFGs) Anna Nevin H 12 25 11 25 26 25 100 100 completed L L K K Performance direction of travel - Key

Performance 10% or more above target J

On Track K

Performance 10% or more below target L

105 Community Wellbeing

Improvement Report Q3

No Measure Detail RO Q3 Actual Q3 Target Performance Context for current performance Improvement Actions Taken Symbol LI16 % of homeless cases Anna 33% 37% The focus remains on working with The team work closely with community closed through Nevin households at the earliest opportunity to and faith based organisations to prevention prevent them from becoming homeless. Of encourage households to address their those applicants that presented to us early housing needs at the earliest opportunity. L 93% of cases were closed with successful The Team are undertaking outreach work outcomes that stopped a household to make it easier for those who are most becoming homeless. vulnerable to access the service.

LI17 % of homeless cases Anna 67% 63% Households continue to present to the Long-standing protocols are in place for closed through relief Nevin Housing Options Service at crisis point, specialist groups, particularly care requiring urgent intervention to stop them leavers and young people, that enable from being homeless. The Team work them to access the service at the earliest closely with partners, including the County opportunity. These protocols are currently Council, probation and prison services to being refreshed and revised, in line with K work with such cases as early as possible. changes in legislation and policy, with the Of those applicants that presented to us at view of reducing the number of homeless relief stage, over 80% were closed relief cases. successfully through relieving these households out of homelessness.

106 Community Wellbeing Narrative Updates Q3 Ref Key Deliverable Responsible End Date Performance Commentary/Action Officer Symbol

2.1.1 Investigate appropriate Enviro-Crime Julie Wallace March 2021 Reports dealt within the quarter, dealt within time frame. complaints within 72 hours of receipt K 2.1.2 Deliver high quality Neighbourhood Phil Bates March 2021 373 Land Audit Management Systems (LAMS) inspections were Services to ensure that town centres, parks carried out in the period with the following results: Streets Cleansing and open spaces are clean, tidy, and achieving 96.8% Grade B or better and Grounds Maintenance attractive achieving 96.4% Grade B or better. Customer Satisfaction Survey carried out by the Customer Contact Centre with residents who called J in specifically for Streetscene related issues. Response from 378 residents was 99.47% positive in the range of 'satisfactory to excellent’ regarding the cleanliness of the town centres.

2.1.3 Monitor the air quality of the Borough to Lisa Harvey March 2021 Monitoring of the Air Quality of the Borough indicates that air quality ensure a healthy air environment for our standards continue to be met. future K 2.1.4 Monitoring of construction works Robert Simpson March 2021 The Service continues to be consulted by Kier, the contractor for the associated with major infrastructure eg M6 Smart Motorways work in connection with verge treatments and piling Smart Motorways and HS2 operations. Discussions are continuing with the Phase 2a Planning Forum – Environmental Health Subgroup, of which your officers are members. The purpose of the group is to discuss any potential air quality, noise, vibration and contaminated land issues associated with K the construction and operation of HS2 Phase 2a, and appropriate mitigation measures. However, the last scheduled meeting was cancelled due to purdah in connection with the General Election.

2.1.5 Encourage households to increase Becky Martin March 2021 Continue to communicate with residents and offer advice where recycling and minimise residual waste required. Working with Veolia to improve the quality and quantity of because this will be good for the K recyclate collected - service changes agreed in November 2019. environment and will reduce collection and disposal costs 2.1.6 Provision of new, accessible and safe taxi Julie Wallace March 2021 Discussions continue with Staffordshire County Council Highways on ranks. K suitable locations for further taxi ranks.

107 Ref Key Deliverable Responsible End Date Performance Commentary/Action Officer Symbol

2.2.1 Deliver the Heritage Lottery Fund (HLF) Phil Gammon March 2021 Excessive flooding in the park has led to a change in programme. The project to restore Victoria Park café and amphitheatre area was under water for some time and has pushed the completion date to the contractual date of June 2020. All other work packages are on schedule and no extension of time has been requested at present. The Project team are working closely with Robert Woodhead’s and The Environment Partnership to mitigate this risk. The Community Engagement and Events Officer has been K developing the Activity Plan for the project and has engaged Stafford College successfully. The students have been on site and are carrying out some of the joinery work for the Mottram shelter as well as other initiatives and work experience opportunities. The catering contract is due to be advertised for tender the first week of February 2020.

2.3.2 To implement and co ordinate Stafford in Ella Smith February-May Action against this objective will be reported in quarter 4. the World each year K 2.3.4 Support the implementation of volunteer led Anna Nevin March 2021 The Stepping Stones pilot project is underway to enable isolated or and supported schemes to help improve lonely people to attend social activities within their local area by Health and Wellbeing resolving transport issues. A further locality has been identified as an area in which to trial active transport methods and to build capacity of a volunteer car scheme.

K The Walking for Health group continues to be supported by the Council to become a sustainable, independent group. Volunteers chair the Walk Leader meetings and coordinate all programme administration. The walking groups are being encouraged to establish links with social prescribers across the Borough.

108 Ref Key Deliverable Responsible End Date Performance Commentary/Action Officer Symbol

2.4.1 Support partners to set up initiatives to Anna Nevin April 2021 This quarter, four Health and Social Care students, working closely enhance the Health and Wellbeing of with Warmer Homes Stafford, created a targeted plan to deliver a residents Winter Warmth Campaign, promoting the Boroughs work on energy efficiency, supporting the health and wellbeing of residents and working towards everyone having safe and suitable accommodation.

Joint working has been ongoing with the Ark community centre and food bank; referral pathways for a range of housing and health issues have been established.

During October, 20 council employees and 12 councillors were trained as Dementia Friends. The Council is also supporting the Dementia K Action Alliance to develop a resource to help people to create dementia friendly environments. This work supports the delivery of the Stafford Borough Council: a Dementia Friendly Council Action Plan approved by Cabinet in July 2019.

In November, the Community Wellbeing Partnership hosted a special networking event for link workers. Inspired by the recent success and learning from Support Staffordshire’s social prescribing project and the recruitment of paid prescribers across three GP networks covering Stafford Borough, the partnership invited 20 people who perform linking or connecting roles to share their experiences. 2.4.2 Support the co-ordination of high profile Lee Booth/ March 2021 Freedom Leisure will be providing their update by the end of January events in the Borough, for example those Robert Simpson 2020 in accordance with their contractural requirements. run by Freedom Leisure as part of the K Leisure and Cultural Partnership project

109 Ref Key Deliverable Responsible End Date Performance Commentary/Action Officer Symbol

2.4.3 Promote and maximise the use of Stafford Robert March 2021 The regular weekly Wednesday Market, monthly Makers Market and and Stone Town Centres by utilising market Simpson/ monthly Farmers Markets continued to be held in Stafford. The new demonstration areas and consent streets. Lee Booth monthly Stafford “Walking Streets” event on a Thursday afternoon/evening continues to grow in popularity and after a short break due to the colder winter months will return in April 2020. In Stone the monthly Stone Farmers Market continues to thrive and the Council continues to support the monthly Stone Street Food Events. On the 9th November, the Market Square in Stafford was visited by a local Bikers Group lending their support to the Poppy Appeal collection. The annual Act of Remembrance took place in the Market Square on the 11th November. The Christmas Tree and Christmas Lights were put up in the Market Square and around the town for the K very successful Christmas Lights switch-on, firework display and entertainment on the 16th November. The Christmas Market was held on the 23rd November, and the Christmas Food and Drink Festival on the weekend of the of the 30th November-1st December. On the 25th Nov for 5 days there were free health checks for the public undertaken by “Everyone’s Health”. Paul Warwick fairground rides were in attendance on the 7th, 21st, 23rd and 24th of December.Staffordshire and Stoke on Trent Fire and Rescue Service provided fire awareness information to the public on the 17th December. The local Rotary Club’s Santa Sleigh visited Stafford Town centre on the 14th and 21st December.

110 Ref Key Deliverable Responsible End Date Performance Commentary/Action Officer Symbol

2.5.1 To assist in the operational delivery of, and Victoria Cooper Commences April The community wellbeing and serious violence strategy is due to go lead on, the implementation of specific through to March out to consultation at the end of January in preperation for initiatives in respect of domestic abuse; anti- annually - as implimentation in April. The new service delivered by Youth Net to social behaviour, criminal exploitation, determined by assist in the reduction of exploitation and anti-social behaviour of substance misuse and mental health allocation of young people within the borough has been a success to date and we funding from the have seen a reduction in Youth anti-social behaviour. The work they Staffordshire are doing links in with the new Vulnerable Adolescent Multi-Agency Commissioner Panel (VAMAP) with regards to intelligence gathering. Working with schools and linking in with the DIP we have been able to shape our commissioned activities to reduce the number of exclusions and K involvement in ASB. Staffordshire Womens Aid have developed a lesson plan for schools which will enable teachers to confidently deliver a lesson on Healthy Relationships. The lesson plan will include age suitable exercises and activities that meet the teaching areas included in the new Government Guidance for Relationships Education and OFSTED recommended standards. This preventative approach will address the conerns we are seeing around young people and their relationships. With funding from the county we are looking to enhance our exploitation, anti-social behaviour and domestic abuse prevention and early intervention activities . 2.5.2 To ensure that the authority adheres to its Viki Ashcroft March 2020 Officers attended the Staffordshire Prevent Board Meeting on 22nd statutory responsibility in respect of the October. Following the London Bridge terror attack where the suspect Prevent duty resided in Stafford, Officers have liaised with relevant authorities to K share information when required. Staffordshire County Council are developing updated training materials for distribution to districts to roll out. 2.5.3 To continue to utilise procedures and Victoria Cooper Ongoing SBC continue to receive direct reports of anti-social behaviour (ASB). processes in respect of anti-social We have seen a decrease in reporting this quarter but this fits with behaviour in order to reduce the number of seasonal reporting. During this quarter we have seen the community incidents that occur trigger activated on 3 occasions, multi agency reviews have been held and action plans implemented to address the issues. Work is on going with the police, housing providers, Youth Offending Team (YOT) and K families first to address issues of youth ASB and exploitation, Community Protection Notices (CPN's) are being considered. The new Public Space Protection Order (PSPO) is going out for consultation in January, this will enhance the enforcement powers we have to deal with ASB within our town centres.

111 Ref Key Deliverable Responsible End Date Performance Commentary/Action Officer Symbol

2.5.4 To ensure that the authority adheres to its Viki Ashcroft Ongoing 1 child and 2 adult refrrals have been made this quarter. Information statutory safeguarding duties, including and advice and guidance has been provided to staff members as and domestic homicide reviews K when required. 2.6.1 To work towards all businesses being Lisa Harvey March 2021 Resources have been used to ensure that 100% of high risk food and compliant with environmental regulations K health and safety interventions have been completed. 2.6.2 Support businesses and partnership forums Robert Simpson March 2021 A programme of food, and health and safety interventions that were to keep them informed of relevant due in the quarter has been undertaken. Relevant education and legislation and to assist businesses to enforcement interventions have been taken including the serving of comply Improvement Notices and the preparation of files for prosecutions. Attendance and support has been given to the Stafford TCP, local pub and store watch groups, and the organisers of the "Walking Streets" K and Stone Food and Drink events. Organisers of firework and bonfire events were supported to ensure they provided safe events and a number of organisers of events attended the Safety Advosry Group meetings with the Council and other responsible bodies for review. Support was given to Freedom Leisure on the safe planning of the Christmas Lights switch-on. 2.6.3 Organise taxi forums Julie Wallace March 2021 Taxi Forums are arranged yearly in advance, from February each year, 4 forums are held a year with the next one due on 26 February K 2020. 2.7.1 Provide a comprehensive housing options Anna Nevin In line with the The Housing Options Team are continuing to upstream homeless service to prevent homelessness and Homelessness prevention by working with Staffordshire County Council and housing support people into sustainable and Rough providers to refresh current protocols relating to young persons accommodation - review Sleeper Strategy homelessness, including care leavers. Similar work is also being 2020-2025 undertaken in relation to ex-offenders and prison leavers with the Housing Options Service taking an increasingly proactive role to work with people threatened with homelessness before they are released K from custody. Low levels of rough sleeping are being sustained through specialist interventions including the dual diagnosis worker and tenancy sustainment officer. The team is also working closely with the recently recruited housing solutions officer to enhance working with local letting agents and private landlords. 2.7.2 Ensure sufficient, well managed provision Anna Nevin Ongoing Work is ongoing to identify appropriate land for a new Gypsy and of Gypsy and Traveller Accommodation Traveller site. The refurbishment of Glover Street has regrettably been K delayed due to concerns raised by the Environment Agency.

112 Ref Key Deliverable Responsible End Date Performance Commentary/Action Officer Symbol

2.7.3 Ensure good housing standards are Anna Nevin Ongoing The team have been successful in obtaining grant funding for a delivered in the private sector housing solutions officer, who started in post at the beginning of December on a 12 month contract. The officer is already establishing links with private sector landlords across the Borough to secure accommodation for vulnerable households, as wll as working with K those landlords to improve housing standards in their properties. This quarter saw the successful prosecution of a rogue landlord who was harassing his tenant, the landlord received a fine, had to pay council costs and a victims surcharge.

Performance direction of travel - Key

Exceptional J

On Track K

Below what it should be L

113 Resources Performance at a glance

No Indicator Responsible Is good Q1 Actual Q1 Target Q1 Performance Q2 Actual Q2 Target Q2 Performance Q3 Actual Q3 Target Q3 Performance Year End forecast Year end target Direction of Travel Officer high or low LI19 % of calls abandoned Sue Pote L 2.4% 5% J 4.30% 5% K 2.52% 5% J 5% 5% K LI20 % of resident satisfaction with our customer contact centre Sue Pote H 96.7% 80% J 97.10% 80% J 98.60% 80% J 95% 80% J LI21 Days taken to process new HB/CT Claims Rob Wolfe L 19.9 20 days J 19 20 days J 17 days 20 days J 20.8 20 K LI22 Days taken to process new HB/CT change of circumstances Rob Wolfe L 7.8 9 days J 9.6 9 days K 8 days 9 days J 7 9 J LBV12 Sickness rates (cumulative) Neville Raby L 1.03 1.75 J 2.16 3.5 J 3.59 5.25 J 6.5 7 K

Performance direction of travel - Key

Performance 10% or more above target J

On Track K

Performance 10% or more below target L

114 Resources Narrative Updates Q3 Ref Key Deliverable Responsible End Date Performance Commentary/Action Officer Symbol 3.1.1 Ensure the relative needs and Emma Fullagar Awaiting full Ongoing responses to the Consultations on Fair resources of the authority are timetable from Funding/Business Rates retention. Components considered as part of the Local Ministry of Housing of New Homes Bonus are subject to monthly Government Finance settlement and and Local K review. Any potential changes delayed to that Government Funding is Government 2021/22 maximised wherever possible. 3.1.2 Improve services Leadership Team 31 March 2021 This workstream is contained in the wider Tracy Redpath Organisational Transformation Programme. Work this period has focused upon conducting several staff consultation workshops to look at K customer services and digital solutions; organisational values and accommodation rationalisation. 3.1.3 Increase in income generated by the Leadership Team 31 March 2021 This directly links to the Service Review process authority through trading activities and Tracy Redpath and progress will be reported as service reviews fees and charges K have taken place. 3.1.4 Enable those residents who need to Rob Wolfe March 2020 The additional work required on the detail, contact the Revenues and Benefits costings and forecasting of the improvements to Services to be able to do so on-line. the local council tax reduction scheme have L prevented the e-forms project from being completed. This remains a priority and will be completed as soon as possible.

115 Ref Key Deliverable Responsible End Date Performance Commentary/Action Officer Symbol 3.1.5 Support the accommodation Tracy Redpath 31 March 2021 This workstream is contained in the wider rationalisation Organisational Transformation Programme. This period work has been focused upon staff consultation with two focus groups being held to discuss the proposed accommodation K rationalisation and agile working practices. In addition to this a working group has been set up to progress this project further and meetings scheduled from January 2020. 3.1.6 Conduct a comprehensive review of Phil Gammon March 2020 This will be completed as part of the Service all assets including land ownership Review process and progress will be reported to and maintenance K scrutiny committee once the audit has been completed. 3.1.7 Implement the recommendations from Tracy Redpath 31 May 2020 A follow up visit has been organised for March the Corporate Peer Challenge (CPC) 2020 for the Local Government Association Peer Review Team to visit the authority. During the visit they will meet with a cross section of managers and staff, elected members and K partners and will determine how much progress the council has made towards the recommendations made following the peer challenge in July 2018. 3.1.9 Develop a Corporate Organisational Neville Raby April 2019 - March Organisational Development Working Group Development Strategy 2020 (ODWG) work continued in the Quarter. Empowering People Focus Group met on 25 K November to consider OD policy agenda. ODWG meeting due on 22 January followed by a further Focus Group meeting on 6 February. 3.1.10 Review Technology Policies and Peter Kendrick July 2020 Further work has taken place to identify the processes to enable agile working to policies that can be reduced or amended support changes in workstyle and how because of the move to Office 365. we use our accommodation to K improve efficiency and reduce costs

116 Ref Key Deliverable Responsible End Date Performance Commentary/Action Officer Symbol 3.1.11 Support the specification, Peter Kendrick July 2020 Outlook boxes are being migrated a section at a procurement and installations of new time. systems and data security K 3.1.12 Support Members to be effective Ian Curran March 2020 A Member survey was conducted to obtain community leaders and feedback on the delivery and the effectiveness representatives K of the programme. 3.2.1 Review and revise Customer Access Sue Pote March 2021 An independent review has been commissioned Strategy jointly with SBC and CCDC to assess the options for the future direction of technology across both Councils, covering both the corporate IT infrastructure and the service K specific technology requirements. Once this piece of work is completed this will then feed into the Customer Access Strategy and the Digital Strategy. There is a three month time frame for this work to be completed by. 3.2.2 Maintain good levels of customer Sue Pote March 2021 A customer satisfaction plan will form part of the satisfaction with our services Customer Access Strategy and the transformation programme. Where customer K satisfaction surveys are currently undertaken, we use the feedback to improve services. 3.2.3 Procure and implement a new Contact Sue Pote March 2020 This is a Joint Procurement with CCDC. There Centre Telephony system to enable a has been a delay in replacing the Netcall system consistent approach to call handling due to the requirement to purchase additional L telephone lines from Telecom providers. The revised implementation date is February 2020.

117 Ref Key Deliverable Responsible End Date Performance Commentary/Action Officer Symbol 3.2.4 Influence and support the Sue Pote March 2021 An independent review has been commissioned procurement of a customer contact jointly with SBC and CCDC to assess the tools to replace existing CRM system options for the future direction of technology and consider what systems are across both Councils, covering both the needed for SBC corporate IT infrastructure and the service specific technology requirements. Once this K piece of work is completed this will then feed into the Customer Access Strategy and the Digital Strategy. There is a three month time frame for this work to be completed by.

3.2.5 Drive and support the implementation Sue Pote March 2021 A Transformation Programme Board has now of digital by design been set up, this will have a number of strands, of which, this will be one of them. There will also K be a combined Customer Access Strategy and Digital Strategy which will have an associated work plan to transform our services 3.3.1 Manage key corporate contracts to Contract & March 2021 The new Contract and Procurement Manager - agreed service level specifications Procurement Lee Booth, took up the poistion on the 10th and standards; identify and manage Manager/Robert December 2019 and has started to aquaint risks that may arise through the Simpson himself with the major contracts and to meet with operation of the contract and K relevant officers,and key contacts of the various implement robust financial and contactors. operational controls. 3.3.2 Review other Council expenditure on Contract & December 2020 The new Contract and Procurement Manager - external providers to ensure Procurement Lee Booth took up the position on the 10th compliance with procurement Manager/Robert December 2019, and has begun the task of regulations Simpson K talking to key officers in the Council in order to programme a review of the Council's expenditure on procurement.

118 Ref Key Deliverable Responsible End Date Performance Commentary/Action Officer Symbol 3.3.3 Develop a contract management and Contract & September 2020 The new Contract and Procurement Manager - procurement training package Procurement Lee Booth, took up the position on the 10th Manager/Robert December 2019. He will be starting to develop a Simpson contract management and training procurement L package in the fourth quarter in order to develop a training programme for the next financial year.

3.3.4 Specify and incorporate latest Contract & January 2021 Latest innovation is discussed with Contractors innovation within key corporate Procurement at all contract meetings and presently some contracts Manager/Robert exciting and innovative ideas are being Simpson developed in connection with the recycling of K materials, the collection of green waste, and the introduction of new services at our Council car parks. Performance direction of travel - Key Exceptional J On Track K Below what it should be L

119 Resources Imporvement Report Q3

No Measure Detail RO Performance Context for current performance Improvement actions taken Intervention/Review Symbol 3.1.4 Enable those residents who need to Rob Wolfe The service continues to perform The improvements to LCTR scheme from None necessary. contact the Revenues and Benefits well notwithstanding the delay in April 2020 give added importance to the Services to be able to do so on-line. L developing e-forms. development of e-forms and so resource will be committed to completing the project. Sue Pote Further telephone lines are required IT have raised an order with Telecom Await the supply of the Procure and implement a new to implement the new telephony providers to buy in more lines. This is additional lines in order that 3.2.3 Telephony System jointly with CCDC L software. estimated to be complete in February 2020. all sites are able to take and receive calls. 3.3.3 Develop a contract management and Lee Booth/ The new Contract and Procurement The new Contract and Procurement procurement training package Robert Simpson Manager will take up the poistion on Manager - Lee Booth, took up the position the 10th December 2019. In the on the 10th December 2019. He will be interim period other senior officers starting to develop a contract management within the Operations Service and training procurement package in the supported by officers from Law and fourth quarter in order to develop a training Administration, Property Services programme for the next financial year. and Finance have been managing and overseeing contracts, and attending regular Contract meetings with the relevant Contractor.

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ITEM NO 4(d)(i) ITEM NO 4(d)(i)

Contact Officer: Phil Gammon Telephone No: 01785 619108 Ward Interest: Nil Report Track: Cabinet 06/02/20 (Only) Key Decision: No

SUBMISSION BY COUNCILLOR J K PRICE ENVIRONMENT PORTFOLIO

CABINET 6 FEBRUARY 2020 Application for Voluntary Flexible Retirement

1 Purpose of Report

1.1 To approve a request for Voluntary Flexible Retirement as set out in the CONFIDENTIAL APPENDIX.

2 Proposal of Cabinet Member

2.1 That the request for voluntary flexible retirement without enhancement be approved.

2.2 That the Head of Human Resources in conjunction with the Group Manager Neighbourhood Services implement the flexible retirement in line with the wishes of the employee and the exigencies of the service.

3 Key Issues and Reasons for Recommendation

3.1 The request is being considered in line with the Council’s policy statement outlining how it will apply areas of discretion arising from the Local Government Pension Scheme Regulations 2014.

4 Relationship to Corporate Priorities

4.1 Priority 3 - To be a well-run, financially sustainable and ambitious organisation, responsive to the needs of our customers and communities and focussed on delivering our objectives.

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5 Report Detail

5.1 The Council has for many years taken advantage of opportunities to gain efficiencies and/or to reduce the overall cost of delivering services as and when opportunities arise. One element of the Council’s strategy to achieve envisaged savings is to consider flexible retirement.

5.2 Where the Council will incur a cost in allowing an employee to retire (what is referred to as ‘Actuarial Strain’) the process agreed right from the outset is to ensure that costs incurred are recouped by either restructuring or provision of services in a different way.

6 Implications

6.1 Financial As set out in the CONFIDENTIAL APPENDIX Legal None Human Resources As set out in the CONFIDENTIAL APPENDIX Human Rights Act The early retirement proposed is in line with the Council’s policy on Early Retirement and Redundancy which is non-discriminatory Data Protection None Risk Management None

Age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, sexual orientation.

Previous Consideration - Nil

Background Papers - File available in Human Resources

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